Governance

The Total Place Summit : Appendix A
Output from table conversations
Leadership : How do we need to lead differently?
Insights
 Removing ring-fencing creates „silo‟ behaviour and it is only 25% on available
funding.
 Leadership task is to create cross-cutting vision for place.
 Leadership currently divorced from „grass roots‟
 Conflict between „theme‟ and „place‟
 Minister for decentralisation has a role in intervention?
 Collaboration vs. merging?
 Big shift in leadership
 Leadership of communities
 Leadership around outcomes
 Increase in politician involvement
 The value of narratives / stories
 Encourage / nurture innovation
 Diplomacy (?) and advocacy, away from command and control.
 Focus on relationships with other partners
 Encourage innovation / risk taking
 Involve politicians more
 Recognise challenge in shifting styles
 Building in and maintaining customer focus
Experiments
 Teachers (for example) as community leaders. Outward facing leadership.
 Identify / engage with natural leaders.
 Draw out (e.g.) tenants group leaders a role in service design.
 Give school governors budgets
 Appoint community governors
 Geographically based government offices.
 Committees NOT portfolios (at national level)
 Chief Exec leads dragons den?
 Turn libraries into service hubs
 Catch people early, before institutionalised.
 Identify „key leaders‟.
 Develop communities of leaders across sectors.
 Focus on joint conversations between politicians and officers.
 change the language to engage politicians
 (recruit) and develop the right style, skills and behaviours
 A leadership academy across and to the place
 Role-modelling at the top.
Governance : What about outcome based accountability?
Insights
 Need Local voice for national agencies
 Use MP‟s better
 Political outcome + financial governance
 Model of de-ringfencing but flows of finance through existing structures
 Duty to collaborate
 Danger of paralysis of consensus
Experiments
 Local “Assembly” with authority from Key Partners – Commissioning outcomes over
specified time scale on narrow slice of activity / outcome – build incremental steps
from this.
Councillors : What is the evolving role for them?
Insights
 Conversations with councillors not about Total Place but service impact &
conversations to be had – consultation with communities.
 What‟s their role – Untapped potential.
 How does politics influence Total Place truly ?
 Sharing savings – Get out more, operational connectivity, time / investment
 Cultural shift between organisations. E.g. health, police – really learn about each
other.
 Listening – total citizen – shine torch.
 Educate people, GP‟s.
 ?larger constituencies
 MPs? – bedding in with citizen
Experiments
 Use parish, district, county councils to test pooling / raising funding for localities.
 Use councillors to broker relationships - enable and connect communities. Bring them
in early and keep them informed. Use community leaders – harness it more.
 Village hall scrutiny!
 Mayoral – a leaders, a mayor for place. Need to be champion of place. Play with
model – finding right person – who? Ex MP‟s, local business person? Head-hunter?
Public confidence & profile, charismatic. 10 referendums
 Role of local MP‟s working with councillors? Connecting Community, place specific.
 Upskilling to be mayor. Talent spot mayors. Not enough development for them now.
Whitehall : How do we want it to change?
Insight
 Total Place is not „new‟ – but a chapter in a history of change. Feels like a delicate
plant now. Needs drivers to embed  the economic driver is a strong one. “post
bureaucratic age” has potential.
 How to spread and grow „it‟? NOT up-scaling specific ideas but systematic change in
culture and thinking / practice.
 Patchy understanding re Total Place
 Councillors as poor cousins.
 At a cusp  siloed SOS
Experiments
 Develop a „customer journey‟ from locality perspective e.g. in health, criminal justice
 to show how things work / don‟t work – with regards to relationship with Whitehall.
 Localise data & action to share risk / reward & approach e.g. DWP benefits
 Join up existing programmes with Total Place to get doable benefits e.g future jobs
fund, family intervention projects.
 SCS G1 people form MOJ, DWP, DfE etc to get together with localities to do enquiry
to understand how systemic change happens – better to address cross-cutting issues
& save £££
 Joining up around use of behavioural economics??
 Experiment in place-based budgeting
 L & D with SoS – getting out there
 Bring SoS together with politicians on real work – co-design.
 Tories – Total Place, they have to know it works – positioning as savings, influencing
that re: CSR
 Shifting money out of the centre
 Conversion at early level
 Invite MP‟s
 Definitive cost of failure
 Whole system not individual services
 Coherent, targeted messages
New Government : Total Place and Big Society?
Insight
 Developing a new narrative… new words -> delivery, organic, individual
responsibility, community, productivity.
 The government wants to protect the front line – the community is the front line – not
council staff. In real dialogue communities have very mature discussions – not
angry… creative: community will lead & deliver if asked.
 We need to step outside a „service‟ response to an identified need.
 Mobilise & tap into the innate creative‟s and capacity within communities / society to
meet their own needs  capacity release
Experiments
 Creating organised playing space at locality level. Central Depts. step back – no, or
few rules to allow different spending patterns.
 Creative space for a community to explore for itself. What it might do. Not „handing
things over‟ but allowing space for other things to happen – offering support.
 Thinking differently about commissioning – filling the gaps – different models.
 Community simulations to seek out innovative „self managed‟ alternatives to big
government / service delivery models - state stepping back
 Draw together skills, energies, agencies, capacity and apply „resources‟ to building
and connecting social capital in an area of high need & demand.
Funding 1 : How will the long term funding landscape need to change?
Insight
 Cannot avoid shared debate about „making cuts‟ improving effectiveness of services
& long term savings.
Experiments
 Identify the quick wins / cuts. In return to indentify ways to make larger savings /
reductions in public spend.
 Tool kit for working with trade unions, involve them (workforce issues, single public
workforce) Shared „natural wastage‟ across public sector (Newcastle / Manchester)
Funding 2 : “A” invests, “B” saves, who gets the money?
Insight
 The more we get into debating this, the more complex it appears to get (and is getting
even more complicated because of proposals on GP‟s, schools etc).
 Governance: what will this look like?
 Money: Mapping & seeing where money came from
o enables more in-depth questions / forensic analysis
o transparency around cross-area / agency costs & benefits
 Incentives are key – through true partnership working.
o investments to save – can be payments as well as benefits
 Pooled resources – issues of risk & return / risk-sharing
o Be clear on outcomes / benefits & avoid bureaucracy
Experiments
 Single place budget administered by city mayor.
 Integrated commissioning at a neighbourhood level (incl. GP‟s & schools)
 Commissioned risk sharing model
 „Buying prevention‟ from central to local partners.
 Apply Private Sector „Banking best practice principles‟ to partnership model.
 Genuinely place-based focus on outcomes, e.g. reducing dependency & being clear
on savings / reinvestment across agencies.
Funding 3 : Total Place and the cuts agenda
Insight
 Need to present different / local approach to PSR across local services
 Risk that budget cuts will overwhelm the Total Place approach.
Experiments
 Joint presentation / submission with case studies
 Design a „duty to co-operate‟.
 Devise leadership and governance models appropriate to each „place‟
 Undertake and submit by 30/9 place based CSR self assessment (having previously
agreed with HMT)
 Collaborate placed based approach to whole place budgeting (horizontal not vertical
approach)
Moving to action : Can we stop rehearsing the issues and do something?
Insights
 Need to be able to acknowledge the (many) barriers and park them – not let them
stop the ability to change things.
 One family many relationships – change it, and right relationships.
 Need to have a go & learn from success and failures more systematically
 Inspire changes
Experiments
 Local – Explore Tell Us Once  give customer confidence & trust
Consent so info can be shared. Ask the Customer how they would like to give us info
 Local - Bringing voice of local person into our discussions, meetings etc so we can
feed this into how we shape our services etc. Experiment with networks – not just
community networks but other organisations.
 Central / Local – Bring the central leadership programme to the place. Explore
adaptive challenge model.
 Identify the successes & sell to others to build momentum for change vertically and
horizontally.
 Allowing / facilitate an invest to save model. Associated with de-ringfencing funds
(scalable). Tightly defined to securing outcomes for people.
Big Society : How can communities deliver outcomes?
Insights
 Idea is to shrink state, + grow society, not create a vacuum.
 But will society still grow organically…how to help? Who helps?
 We‟re all very busy – culture has changed… do we look after each other?
 Citizen agenda…social responsibility… how do we build this in?
 Can government change the culture… incentivising… 2p back on a battle?
 What roles do we have – tax, regulate, peer pressure. Work with businesses.
 What motivates people?
Experiments
 Community service… begins before 16, much earlier in schools… what could children
help with?
 Find a very small area and try to pool budgets, rethink how to use the money. What
might people do for themselves?
 More social responsibility. Test „nudge‟ in one area and test sanctions in another.
Going National : Where do we go from here?
Insights
 No national model
 Some core principles that can be shared & scaled
Experiments
 Ministerial mentors / champions
 Package up the learning locally and share. Key elements that are scalable.
 National learning forum / connect people
 Significant X% of budgets allocated to Total place
 Accountability structure to support the above
 Public sector entrepreneurs – incentivise
 Structured approach to learning the success & Failures
 Pairing, linking places, connecting.
 Scalable learning – core elements / principles.
 Empower trust in the frontline / middle managers.
 Ministerial sponsors / champions
 Change the audit culture
 Start with the most expensive
 National incentive system
 Do it yourself – sector inspiring itself – take risks.
The Unsure : How do we create a message to convince them?
Insights
 It is time to rebel.
 Make it happen.
 Be passionate.
Experiments
 Carry on regardless – until you‟re apprehended
 Demonstrate impact and package it and share
 Empower managers to be innovators – leadership development
The Model
How do you make Total Place simple?
Insight
 Separate the simple (do this quickly & simply) from the complex (get to work on
working this out).
 Making it „formal‟ kills it.
 Carry on collecting learning without annoying Eric
 Held on to the radical
Experiments
 Adult Social Services – „Guilty Knowledge‟ – Real stories put in front of decision
makers. Where does it collectively take us?
 CSW – optimal care model – take through to implemental. Who invests – who
benefits, „industrialise the learning‟